Management And Governance Of Whitbread Company

MANAGEMENT AND GOVERNANCE OF WHITBREAD COMPANY

MANAGEMENT AND BOARD
The Board of Directors

There are 11 members of the Board including the Chairman, Chief Executive and Senior Independent Director.

The composition of the Board is shown below.

We believe that it is important for the Board to include a diverse range of skills, backgrounds and experiences, to enable a broad evaluation of all matters considered and to contribute to a positive culture of mutual respect and constructive challenge.
The mix of skills and experience represented on the board is outlined below

Composition of the Board

Chairman

Executive directors

Independent Non-Executive Directors
_
_
Age of the Board

46-55
56-65
66-75
_
BOARD EXPERIENCE

NUMBER OF DIRECTORS

Whitbread Board

The PLC Board sets the overall framework, strategy and programme of activity for Good Together and delegates specific activities to the two Executive Management teams (Costa and Whitbread Hotels & Restaurants). By embedding corporate responsibility into the businesses in this way we are able to integrate the Good Together principles and targets into our strategic business plans. Good Together is tabled as an agenda item at the Whitbread PLC Board every six months. (Ref 1)

Executive Management teams

The Group Executive Committee has overall sight of the programme, and is responsible of proposing the strategy to the Board. The Executive Management team in each part of the business are responsible for delivering the Good Together strategy and programme of activities in their part of the business. Each Executive team meets monthly when Good Together is regularly discussed. Within each business (WHR and Costa) there is a team of experts in the fields of environment, charities, supply chain, nutrition, education and training. Each team delivers its own programme of activity, which is closely aligned to the overarching Good Together pillars of Teams & Communities, Customer Wellbeing, Energy &

These headings are clear and measurable targets. A range of decisions are taken into consideration when setting targets but, in most cases, the following principles are applied: A green score is for performance better than both the prior year and target. The WINcard is used throughout the Company and every hotel, restaurant and coffee shop has its own individual WIN card along with all support centres, each business and the Group as a whole.

• There is also a Good Together measure on the WIN card. In 2015/16 the Hotels & Restaurants WIN card measure was a carbon reduction target and overall they achieved a 4.7% reduction in like for like carbon consumption versus a target of 3.0%. In Costa the measure was for the number of stores participating in volunteering or fundraising in their local communities. In 2015/16 80.2% of Costa stores participated in volunteering or fundraising activity, which is in excess of the 60.0% target.
`
A self-supply licence was granted to Whitbread under water market reforms which made it the first multinational hospitality firm to receive